Protecting Yourself During the Performance Management Cycle

Performance management plays a crucial role in our professional landscapes. Planning, monitoring, reviewing, and rewarding employee performance are necessary to shape our growth and development as employees, leaders, and organizations.

Performance management, especially performance reviews, can often evoke strong emotions and become overwhelming experiences. As leaders, our responsibility is to provide intentional, insightful, and unbiased guidance and feedback. And as employees who often receive feedback ourselves, it’s equally important to prioritize our well-being as we navigate this cycle.

Fortunately, there are many strategies we can explore to protect ourselves and foster a more empowering work environment as we navigate the performance management cycle — regardless of where we are or which end of the cycle we’re on.

Normalize asking for what you need

So many of us navigate these spaces and systems without advocating for ourselves and our needs. This is often due to our internal or external beliefs, fear of repercussions or backlash, or simply a lack of knowledge of what’s available to us. We must recognize that it’s entirely reasonable to ask for the support and accommodations you require during the performance management cycle.

Familiarize yourself with relevant policies and guidelines within your organization, and understand your rights as an employee. Depending on your location, laws like the Americans with Disabilities Act (ADA) may protect your rights to reasonable workplace accommodations. And be sure to consult your employee handbook for specific instructions on requesting accommodations and engage in open discussions with your employer regarding your needs.

Conduct a self-review

During our workshop on making the most of performance reviews, Bea — a People Ops & DEIB Strategist — reminded us that we should spend significant time on our self-reviews. We’ve been conditioned to approach reviews from a reactive space (receiving and responding to feedback given to us), but taking a more proactive stance allows you to take ownership of your personal and professional growth.

“Performance reviews are a conversation and you’re setting the pace for that conversation.”

— Bea, People Ops & DEIB Strategist

Start engaging in a regular self-review practice. Acknowledge your accomplishments and capture your wins. Celebrate your unique strengths, such as directness, compassion, listening skills, support, or flexibility. And aim to identify three significant wins per quarter that align with your job responsibilities and contribute to your team's overall goals. By dedicating time to self-reflection, you’ll feel more confident and prepared to head into your performance reviews.

Stay calm, strategic, and patient

When the time for performance reviews arrives, your goal is to stay calm, strategic, and patient. When you’re in a heightened or reactive state, it can be difficult to respond with intention and care. Especially if there’s financial trauma or anxiety that may be triggered by a performance review.

When receiving feedback, try approaching the situation with curiosity, seeking to understand as much as possible. Ask open-ended questions, request clarification, and be attentive to responses. You can also approach as if there’s been a misunderstanding or miscommunication. This allows for open and constructive dialogue rather than one-sided conversations.

As Bea reminded us, “Performance management systems are designed by people, which means their quality and inclusivity depend on the expertise and values of those involved.” When interacting with those systems, protect your peace, keep your performance records, and don’t hesitate to ask for what you need.

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Moving Toward Well-Being

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Taking Control of Your Time: Strategies for Effective Time Management